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REPORT FOR THE CHILDREN AND YOUNG PEOPLE'S TRUST EXECUTIVE GROUP

Date of meeting: 3rd June 2019

Report Title: Transport Strategy Refresh

Author: Name: Gill HeyworthJob Title: Strategic Transportation ManagerE-mail: gillheyworth@barnsley.gov.ukTelephone: 01226772039

Status of report: Confidential/ not confidential

Approved by: Paul Clifford, Head of Economic Development

1. Purpose of report/ Introduction/ BackgroundBarnsley Council is currently in the process of procuring consultancy support services to refresh its transport strategy and tenders are due back on 6th June 2019 for evaluation. The refresh is predicated on wider changes occurring at national, pan-Northern, and regional levels since its last Strategy update (2014), and the following have been progressed:National• High Speed 2 (HS2) Phase 1 route confirmed, and Phase 2 route identified • Highways England (HE) second Road Investment Strategy 2020/21-2024/25 Pan Northern• Transport for the North (TfN) has been established as a Transport Body and has developed its Strategic Transport Plan (STP) which aims to rebalance decades of underinvestment and transform the lives of people in the North, and outlines how up to £70 billion of investment to 2050 could contribute towards an additional £100 billion in economic growth. • The Northern Powerhouse Rail Strategic Outline Business Case has been developed to better connect the key economic areas and cities of the North • Studies have been undertaken around trans-Pennine routes (both road and rail) as well as the continued development of North-South Strategic Development Corridor options (Yorkshire to Scotland).

Regional• Sheffield City Region (SCR) Mayor Dan Jarvis MP MBE, is now in post and one of his key priorities for the region is to unlock economic growth and drive forward investment and innovation. The Mayor has also launched his ‘ Vision For Transportation’ • SCR has published its own Transport Strategy setting out the transport priorities for the City Region up to 2044 • SCR has undertaken an HS2-Growth related prioritisation exercise through its Integrated Public Transport Study (SCRIPT)• SCR’s Integrated Infrastructure Plan (SCRIIP) has been published and the Infrastructure interventions identified within the IIP are being progressed• Doncaster Sheffield Airport (DSA) have launched its vision for the creation of an airport city and have published a 20 year masterplan which includes a new rail station connected to the East Coast mainline • SYPTE has undertaken a public consultation exercise into the future of

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Supertram/tram-train• A pilot tram-train scheme was introduced in late 2018 between Sheffield and RotherhamLocalBarnsley Council has now adopted its Local Plan. The Adopted Local Plan and Policies Map sets out how the Council will manage physical development of the borough on behalf of residents and businesses.

The Council has a number of key growth strategies that include;o Jobs and Business Plan Review; o Inclusive Growth Strategy;o Employment and Skills Strategy; and o More and Better Jobs and Housing.

A Principal Towns £5 million investment project has been established to improve local economies in the surrounding areas and help local high streets thrive.

Barnsley Rail Vision 2018 to 2033 been published Delivery of ‘Better Barnsley’ - a suite of Barnsley Town Centre improvements that are

well underway Jumble Lane level crossing in Barnsley Town Centre is now closed (Network Rail) with

a new footbridge linking to the redeveloped town centre being installed BMBC Public Health strategy Barnsley Council has recently adopted an Active Travel Strategy and Air Quality

Action Plan which will be provided to the successful Tenderer direct. SCR will submit an outline bid to the Department for Transport for Transforming Cities

Funds (Tranche 2) in Summer 2019, with full Business Case to be submitted in November 2019

The refreshed Transport Strategy will allow:

1. Development of the evidence base for all transport modes to provide a robust basis informing future interventions, priorities and sequencing and support bids for funding;

2. Assist Barnsley Council in developing Conditional Outcomes and shaping transport within the Borough;

3. Include consultation – multi-disciplinary, multi-agency and the public; 4. Include undertaking all necessary Impact Assessments; and5. Provide a full suite of documents for use across the Council that includes: the

evidence base, transport strategy, implementation plan, Impact Assessments, Consultation report and Executive summary.

This will allow all transport-related issues to be captured, from high level concept to more immediate concerns such as congestion, enabling priorities to be identified, studies to be undertaken (for business case development, from feasibility to bid submission), that are aligned with BMBC’s own strategies and policies, as well as those of SCR, Transport for the North and national organisations such as Highways England and Network Rail. This will then enable a structured, managed approach to potential interventions that are prioritised across: bus, rail, highways, fares and ticketing, new technology, air quality and active travel rather than a piecemeal, reactive approach that could inhibit securing external funds. The final documentation will, thus, provide a comprehensive and agreed approach that raises the profile of transport both within BMBC and within the Borough, strengthens the case for funding to deliver interventions and is aligned at all necessary levels.

2. Recommendations

Members are asked to:

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2.1 Note the approach being adopted for the refresh of the Transport Strategy

3. Conclusion/ next stepsOnce the tenders have been evaluated, it is expected that the successful consultancy will complete all elements of the commission by the end of 2019. The Request for Services requires all bidders to submit an indicative programme schedule

4. Risks/ barriersThere are risks to BMBC in not completing this work as the absence of an agreed approach to transport and lack of transport priorities can inhibit funding bid development and submission. A risk review is included within the scope of works. It should be noted that any scheme included within implementation plan will be subject to its own business case development that will include a quantified risk assessment.

5. Financial ImplicationsNone at this stage

6. Co-production/ stakeholder engagement(State how views of children, young people, and partners have been included)Consultation will occur both within BMBC to ensure staff from all disciplines are able to contribute and with a range of external stakeholders that will include: neighbouring authorities, SCR, transport operators, as well as local groups and businesses. It is expected that consultation will occur on both the strategy and the implementation plan, based on BMBC’s own consultation approach and will include all identified consultees.

7. Appendices/ background papers

7.1 Transport Strategy Request for Services

Please note that any presentations need to be sent to the CYPTrust mailbox no later than a day before the meeting. Presentations cannot be brought on a datastick.

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Barnsley Metropolitan Borough Council

SPECIFICATION

Contract Title: Provision of Consultancy Support to Review Transport Strategy

Contract ID: DN391910

Closing Date: 29th May 2019, 12 noon

1.0 Introduction

Barnsley Council wishes to commission consultancy support to review and update its Transport Strategy in order to align it with recent National, pan-Northern and Regional developments and to ensure that the Council’s final Transport Strategy and Implementation Plan comply with the Department for Transport’s requirements up to 2050.

The commission comprises the following phases:

6. Development of the evidence base for all transport modes to provide a robust basis informing future interventions, priorities and sequencing;

7. Assisting Barnsley Council in developing Conditional Outcomes;8. Development of documentation for consultation purposes and managing the

requisite stakeholder engagement; 9. Undertaking all necessary Impact Assessments (see paragraph 6.4 below); and

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10.Development of the final suite of documentation that should include: the evidence base, transport strategy, implementation plan, Impact Assessments, Consultation report and Executive summary.

The awarded Provider will identify existing travel patterns and trends, providing a robust evidence base that can then be used by Barnsley Council and its partners (including developers) to identify capital and revenue based interventions for residents and businesses located in the borough that also optimises opportunities arising in both its own strategies such as the Barnsley Local Plan, along with the wider Regional, pan-Northern and National, strategies and their reviews that seek to deliver economic and housing growth.

The Transport Strategy and Implementation Plan, with its robust evidence base, will align with Regional (i.e SCR Transport Strategy key themes) , pan-Northern and National, strategies to maximise external funding opportunities to support both the Barnsley Local Plan policies and proposals and other strategies in order to design and deliver an attractive multi-modal public transport network, promote active travel and contributes to the Barnsley Air Quality Action Plan as well as the other strategies and visions contained below.

Tenderers should note that work undertaken to date in relation to the development of the Barnsley Local Plan, the SCR Integrated Public Transport Study (SCRIPT), the Barnsley Transport Model and SCR Transport Model can provide partial travel data. As such, it is expected that all existing data should be identified and explored to ensure no duplication of work, thus reducing the need for any additional evidence gathering. It is expected that the successful Tenderer will establish fully what currently exists and identify and cost separately in advance all additional work required in order to secure the most recent data.

The opportunities arising from the above will be presented in the form of an agreed Implementation Plan and also annotated in a format compatible with the Council’s Geographic Information System (Earthlite).

The services will include the following phases; Policy and strategy review across BMBC, SCR and other organisations to ensure a

comprehensive understanding of the transport environment in which Barnsley Council’s Transport Strategy and Implementation Plan are situated

Data review to provide an operational baseline across all modes and data collection where gaps have been identified

Development of appropriate Conditional Outcomes that support all BMBC’s activities

Identification of potential interventions that support the transport vision – both mode-specific and mode-agnostic

Development of draft documentation sufficient to undertake public and both internal/external stakeholder consultation, including draft strategy and Integrated Environmental Assessment should this be required (please see Paragraph 6.4 below)

Development of a draft, prioritised and sequenced implementation plan Completion of all public and stakeholder consultation Update of consultation documents and provision of consultation report Finalisation of all documentation.

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2.0 Timetable

Tenderers should note these timetable dates:

EVENT DATEPublication of Request for Quote 29th April 2019

Deadline for Clarifications – through YORtender only

22nd May 2019

Submission Deadline 29th May 2019, 12 noonEvaluation of Responses 29th May to 10th June 2019

Provider Presentations (Based on availability of calendars)

6th or 7th of June

Contract Award – Issue intent to award (Start of standstill period)

10th June 2019

Contract Award – Issue of Contracts for signature 21st June 2019

Contract Start Date (Subject to contract being signed by both parties)

1st July 2019

Please note that the timetable dates detailed are provided as indicative dates.

Tenderers must ensure they make themselves available on the 6th or 7th June for the Presentations.

The Council may if necessary, extend the period for completing the award process.

If the Council has not accepted a tender or awarded the contract within the specified period then the tender shall remain in force without variation for a minimum of ninety days.

3.0 Contract Period

The Council expect the Contract will commence June 2019 with initial draft reports in October and with all reports to be completed by the end of December 2019

4.0 Contract Value

The expected value of the contract is between £50,000 and £75,000 for the delivery of all elements of the commission, including the additional requirements.

The Council reserves the right to commission additional services from the awarded Provider during the course of the contract term to support the overall delivery of the commission.

The Council will pay suppliers for services as per the agreement outlined in Appendix 2 – BMBCs Terms and Conditions.

5.0 Background

5.1 Updates and Changes

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Since its last Strategy update in (2014), the following have been progressed:National• High Speed 2 (HS2) Phase 1 route confirmed, and Phase 2 route identified https://www.gov.uk/check-hs2-route • Highways England (HE) second Road Investment Strategy 2020/21-2024/25 (RIS2) https://www.gov.uk/government/consultations/shaping-the-future-of-englands-strategic-roads-ris2 Pan Northern• Transport for the North (TfN) has been established as a Transport Body and has developed its Strategic Transport Plan (STP) which aims to rebalance decades of underinvestment and transform the lives of people in the North, and outlines how up to £70 billion of investment to 2050 could contribute towards an additional £100 billion in economic growth. https://transportforthenorth.com/wp-content/uploads/TfN-Strategic-Plan_draft_lr.pdf • The Northern Powerhouse Rail Strategic Outline Business Case has been developed to better connect the key economic areas and cities of the North https://transportforthenorth.com/northern-powerhouse-rail/ • Studies have been undertaken around trans-Pennine routes (both road and rail) as well as the continued development of North-South Strategic Development Corridor options (Yorkshire to Scotland).

Regional• Sheffield City Region (SCR) Mayor Dan Jarvis MP MBE, is now in post and one of his key priorities for the region is to unlock economic growth and drive forward investment and innovation. The Mayor has also launched his ‘ Vision For Transportation’ https://sheffieldcityregion.org.uk/wp-content/uploads/2018/12/Mayoral-Transport-Vision-V2.18.12.18.pdf • SCR has published its own Transport Strategy setting out the transport priorities for the City Region up to 2044 https://sheffieldcityregion.org.uk/wp-content/uploads/2018/01/SCR-Transport-Strategy-Consultation-Draft.pdf • SCR has undertaken an HS2-Growth related prioritisation exercise through its Integrated Public Transport Study (SCRIPT)• SCR’s Integrated Infrastructure Plan (SCRIIP) has been published https://sheffieldcityregion.org.uk/wp-content/uploads/2018/01/SCR-Integrated-Infrastructure-Plan-Part-1.pdf and the Infrastructure interventions identified within the IIP are being progressed• Doncaster Sheffield Airport (DSA) have launched its vision for the creation of an airport city and have published a 20 year masterplan which includes a new rail station connected to the East Coast mainline http://flydsa.co.uk/masterplan/ • SYPTE has undertaken a public consultation exercise into the future of Supertram/tram-train• A pilot tram-train scheme was introduced in late 2018 between Sheffield and RotherhamLocalBarnsley Council has now adopted its Local Plan. The Adopted Local Plan and Policies Map sets out how the Council will manage physical development of the borough on behalf of residents and businesses. This includes providing sufficient land in the right places to attract more businesses into the borough and to allow existing businesses to grow. The aim of this is to create more and better jobs to improve earnings and increase opportunities for local residents. Full details can be found at:

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https://www.barnsley.gov.uk/services/planning-and-buildings/local-planning-and-development/our-new-local-plan/Barnsley The Council has a number of key growth strategies that include;

o Jobs and Business Plan Review; o Inclusive Growth Strategy;o Employment and Skills Strategy; and o More and Better Jobs and Housing.

Further information can be found at: https://www.barnsley.gov.uk/services/our-council/key-strategies/

A Principal Towns £5 million investment project has been established to improve local economies in the surrounding areas and help local high streets thrive. Details can be found at: http://barnsleymbc.modergov.co.uk/documents/s16259/Principal%20Towns%Investment%20Programme.pdf

Barnsley Rail Vision 2018 to 2033 been published and can be found at: https://barnsleymbc.moderngov.co.uk/documents/S41395/Appendix%201.pdf

Delivery of ‘Better Barnsley’ a suite of Barnsley Town Centre improvements are well underway. Details can be found at: https://www.barnsley.gov.uk/services/love-barnsley/town-centre/the-glass-works/

Jumble Lane level crossing in Barnsley Town Centre is due to be closed by Network Rail with a new footbridge linking to the redeveloped town centre being installed

BMBC Public Health strategy https://www.barnsley.gov.uk/media/9278/public-health-strategy-2018-21.pdf outlines progress towards our local health priorities and should be read in conjunction with the recently issued national NHS long term plan https://www.longtermplan.nhs.uk/wp-content/uploads/2019/01/nhs-long-term-plan.pdf

Barnsley Council has recently adopted an Active Travel Strategy and Air Quality Action Plan which will be provided to the successful Tenderer direct.

SCR will submit an outline bid to the Department for Transport for Transforming Cities Funds (Tranche 2) in Summer 2019, with full Business Case to be submitted in November 2019

In light of all of the changes opportunity now presents itself to refresh the Transport Strategy and Implementation Plan. It is expected that the successful Tenderer will make best use of all information contained in the above so that the Implementation Plan positions BMBC optimally in securing best value from all investments, irrespective of source and including where these interface with other local, regional, pan-northern and

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national schemes. When taken together with the evidence base, the outputs must provide a robust understanding of transport opportunities and challenges that support future funding bids, identify future study areas, and improve connectivity to local and regional centres of economic activity (including wider access sub-nationally, nationally and internationally). As such, it is expected that BMBC adopts its short-, medium- and long-term transport aspirations that align with the plethora of other investments, strategies and policies.5.2 ContextBarnsley has a unique central location within two major economic markets, reflected in Barnsley’s unique status of being within Leeds and Sheffield City Regions and also adjacent to the Manchester City Region. Barnsley Council is keen to better understand existing travel patterns (all modes) that can then be used to develop Conditional Outcomes against which all interventions can be assessed. As such, it is expected that a detailed, quantified evidence base is developed to ensure a robust basis for future schemes and bids for funding. The transport strategy and implementation plan need updating in order to align Barnsley’s own transport, growth and housing aspirations with regional, pan-Northern and national policies, strategies and plans being developed by Sheffield City Region, HS2, Transport for the North, Northern Powerhouse Rail and Highways England in order to improve connectivity, improve network efficiencies/reduce journey times and support the Barnsley Local Plan. It is also expected that the strategy and implementation plan will provide a robust basis to address congestion, increase the attractiveness of public transport and active travel, as well as contributing to the Barnsley Air Quality Action Plan. This will allow continued work towards making Barnsley a more pleasant, vibrant, safe and healthy town in which to live, work and visit, while also contributing to improving the environment and economy, at a local, regional and national level.This locational advantage is complemented by a superb environment stretching from the Peak District to former coalfield areas now reclaimed and restored. As a place to do business and live, Barnsley offers a good quality of life and, through its housing growth programme, provides a good base from which to access many places to work around Yorkshire. Barnsley covers an area of 329 square kilometres. It is home to around 243,431 people (May 2018) and is predicted to reach 252,500 by 2033 and 261,000 by 2028 https://www.barnsley.gov.uk/services/our-council/research-data-and-statistics/our-borough-profile/ . The 2011 census reported that 26.9% of households in Barnsley do not own a car or a van.Barnsley is one of the key urban centres within Sheffield City Region (SCR), and hosts key Strategic Growth Clusters with priority employment sites. Sheffield City Region’s Economic Growth Plan (SEP) (March 2014) describes that Barnsley has a “growing economy; creating an M1 economic corridor, thriving town centre and outstanding cultural heritage. The SEP, refreshed in draft format in July 2017 as the Sheffield City Region Inclusive Industrial Strategy has a target of aiming to achieve a £55 billion economy by 2040. To achieve this, it will be necessary for the region to be bold in its delivery and investments, and SCR will seek to unlock the potential to grow faster, to be ambitious and to accelerate growth under the following categorise Business & Investment; Place; Skills and Transport; Research and Innovation.Historically, Barnsley’s economic activity was centred around the coal industry, resulting in the borough’s dispersed pattern of small towns and villages. As people lived where they

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worked and coal was moved by rail, road links between towns and villages were poor and communities were self-contained.The borough has a varied geography. In the centre of the borough is Barnsley Town Centre itself and the surrounding urban area which hosts the main shopping, administrative, business and entertainment centre. The west of the borough is predominantly rural in character with open moorland, arable farmland and natural woodland. It is characterised by attractive hilly countryside part of which lies in the Peak District National Park, and is centred on the rural market town of Penistone. To the east of the borough stretching from the M1 motorway to the Dearne Valley are the villages of the former Barnsley coalfields that form a dense settlement pattern and have a relatively high level of deprivation. Much of Barnsley's past economy, heritage, settlement pattern and character are a legacy of the mining industry. The closure of the mines saw the loss of more than 20,000 jobs over a period of 4/5 years. BMBC acknowledges that it needs to evolve from its industrial past, adapt to change and meet future needs.Barnsley’s local distinctiveness stems from its historical character and culture, including its settlements and architecture. Barnsley Town Centre with its redeveloped Markets and role as a knowledge hub and administrative centre for the borough, the friendly traditional market towns and the former mining settlements with their strong communities who have a traditional belief in self-improvement and learning, along with the attractive rural villages all define Barnsley's distinctiveness. It also includes Barnsley's rural heritage, the Pennine topography, the varied landscapes, and the National Park.As well as trade and employment Barnsley offers and exciting and imaginative public realm, arts, culture and urban living. Via its Digital Media Centre Action plan Barnsley is growing as hub of creativity and digital capability at the centre of the digital region.A borough-wide infrastructure of Advanced Learning Centres and the continued development of Barnsley College, a brand new sixth form college and University Campus Barnsley are assisting the aims of Barnsley’s Improving Education Strategy 2016/2018 “To improve the education and learning of children, young people and their families. By improving education it will help with good job prospects, good health and well-being of people in Barnsley to help to create a thriving community”. To complement this, the requirement for excellent internal and external connectivity is paramount, as transportation issues are interwoven into all aspects of society. The travel choices people make have a significant effect on the local and global environment, as well as influencing the health and well-being of the population.The effects of global warming on the environment and the economy are fully recognised, as are transport-related emissions and, as such, it is critical that the right transport policy decisions are made. BMBC’s priority is to reduce the need to travel, particularly by car, but, where travel is required, to make sustainable modes of travel like public transport, walking and cycling, a genuine option. At a more local level, an efficient, accessible and sustainable transport system has a vital role in providing access for all to employment, education, health care, and the range of other opportunities that Barnsley has to offer. Providing for the efficient movement of people and goods is also crucial for maintaining a vibrant economy.5.3 Transport BackgroundGood quality transport links are essential to the quality of life and life chances of everyone and are vital to the economic growth and development of the borough although mitigations around the growing problems of congestion and environmental sustainability are becoming more crucial.

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The decline of traditional coal based industries has been followed by regeneration of the coalfield towns and their facilities, but with limited internal and external connectivity. The provision of accessible and frequent public transport has a key role to play in ensuring inclusion, linking people to jobs, services and leisure opportunities, with accessible transport helping to provide solutions to counter the trends of deprivation within the borough. The revised Transport Strategy and Implementation Plan will help to reduce the Borough’s carbon footprint and promote more sustainable, socially inclusive and healthy travel options. On a regional level, Barnsley is extremely well placed to capitalise on its location. Quality transport links are vital to enable Barnsley to realise its economic potential by connecting people and businesses to new and existing market places. Barnsley has ambitions for improved heavy rail links within the region, to key transport nodes and to the national rail network. Apart from strategic transport ambitions, the revised Strategy needs also to maintain and develop a better local transport network including access to public transport, walking and cycling routes. It is recognised that this needs to be supported and enhanced through the Smarter Choices agenda which includes travel planning, ticketing initiatives, journey planning, travel information and promotional campaigns.5.3.1 Barnsley’s Transport LinksThe M1 motorway passes centrally through Barnsley borough providing connections to Leeds and Sheffield city regions and beyond. Railway routes connecting Leeds and Sheffield also pass through the borough. The A1, which lies to the east of the borough, also offers north-south links. Elsewhere, the A628 corridor connects west to Greater Manchester and north east to Hemsworth and Pontefract. To the east the A6195 and A633 (A1-M1 link road) routes have been significantly improved in recent years and connect Barnsley to regeneration areas that were established in the 1980s after the closure of the coal mines. Barnsley has a ‘hub and spoke’ local bus network As well as a network of radial routes linking the town with the surrounding communities, Barnsley has bus connections with Doncaster, Rotherham and Wakefield. However, bus patronage within the Borough has declined in recent years. The town has a rail and waterways legacy that has resulted from its past as a centre for coal mining and associated heavy industry. The Borough has a number of disused railway alignments that either served inter-urban passenger demands or, more commonly, served the local industries. Many of these alignments have been utilised as cycleways and footpaths and remain part of the Borough’s transport capital to be used in the future. A separate study is underway to help identify the potential in the long-term for redeployment.Transport infrastructure plays a key role in supporting the economic growth plans as it provides the means by which residents can access employment, education/training, retail and leisure opportunities, as well as providing the mechanism for businesses to transport goods and services. Evidence suggests that, without intervention, increased congestion resulting from growth could significantly restrict the productivity of the region and gaps in connectivity could further limit access to employment, labour and higher value jobs.Barnsley Council is a member of the Barnsley Bus Partnership that is open to all bus operators in the area, together with SYPTE. This group seeks to monitor service performance, identify opportunities for investment and promote both new and existing services.

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Whilst this Partnership is recognised as important, it is also acknowledged that the transport networks across the Barnsley District are currently operating sub-optimally in terms of the following;• Declining bus patronage and a reduction in the level of subsidised services;• Increased traffic congestion;• Road space pressures that may inhibit best design practice to accommodate bus

priority and active travel; • Traffic management and signalling; • Lower levels of active travel than in other Districts of South Yorkshire; and• Poor air quality at some locations.Barnsley Council’s aspirations are for an efficient, effective transport network that connects people to employment, health care, education/training and essential goods and services.

6.0 Description of Services to be Provided

The awarded Provider will be required to work with Council Officers to produce a revised evidence base and develop Conditional Outcomes to inform the Transport Strategy and Implementation Plan (supported by an Integrated Environmental Assessment – please see Section 6.4 below), helping to reduce the Borough’s carbon footprint and promote more sustainable, socially inclusive and healthy travel options. The information required includes the collection, collation and analysis of all modes travel data that will support the development of transport and transport-related activities that will meet or surpass the identified Conditional Outcomes and that will benefit Barnsley residents and businesses, support the Council’s housing and economic growth plans, as well as helping to deliver its health, energy and environmental agendasAs such, and in line with DfT requirements, it is expected that the evidence base will inform the development of the draft Transport Strategy and Implementation.Within this, the revised strategy will need to address the following main elements:

Strategic Connectivity;o improved connectivity is necessary within Barnsley and also to Sheffield and

Leeds, particularly by public transport and active modes;o improved connectivity to the national transport networks, including road, rail,

airports for both passengers and freight/logistics

Economic and Housing Growth: improved connectivity is essential to link residents with the main economic sites and from both existing and planned settlements

Social/economic Inclusion, Accessibility and Better Quality of Life: the quality of life of all Barnsley residents is important so access to both local amenities and beyond remain crucial for individuals and communities

Natural Environment, Local Air Quality, Climate Change: Barnsley Council recognises the importance of its green spaces and rural/visitor economies but recognises that there are areas where traffic volumes can result in poor air quality

Safety, Security and Health: safety is paramount for all our road users and we recognise that modal shift away from the private car may require significant policy changes to encourage more use of sustainable travel modes. It is also recognised

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that poor air quality adversely impacts on health. Barnsley Council wishes to identify opportunities to deliver the Healthy Streets principles.

Along with align with the themes in the SCR Transport Strategyi. Active Travel;ii. Rail;iii. Road;iv. Strategic Transit Network; and v. the cross cutting themes of Environment and Quality of life and Innovation and

Technology

6.1 Study RequirementsIn light of recent transport and growth developments the Council now wishes to secure external consultancy support to develop an evidence-based refreshed transport strategy that aligns with the local, regional, pan-Northern and national developments and strategies.The study should comprise:• A review of the previous Transport Strategy and Implementation Plans;• An assessment of the existing travel pattern (all modes: private car, public

transport, active travel) evidence base with a specific focus on identifying gaps and undertaking all necessary work to ensure a comprehensive evidence baseline that includes passenger profile details (age, gender, dis/ability, income status, ethnicity)

• Assess current travel patterns against the spatial growth priorities within Barnsley including current identified interventions and any significant gaps and associated opportunities.

• Establish the data base for future interventions that will:o Align with the strategies and policies of:

• Transport for the North• Rail North• Highways England• HS2• SCR Transport Strategy• SCR Integrated Public Transport study• SCR Integrated Infrastructure Plan

It is expected that a corridor-based approach will be adopted that will:o Support Barnsley’s Local Plan, Housing and Economic Growth aspirations for urban

and rural/ visitor economies;o Support connectivity within Barnsley across its many settlements, and also to

Sheffield, Leeds, Doncaster, Doncaster Sheffield Airport, making best use of existing infrastructure;

o Support Barnsley’s Rail Vision;o Improve access to jobs, markets, skills & supply chains for both urban and rural

residents and businesses;o Improve the overall efficiency of the transport system, increasing its reliability and

resilience;o Identify and prioritise transport-related interventions that align re-balance the

dominance of car with public transport and active travel;o Identify opportunities to take forward the Healthy Streets agenda and create

attractive local centres;

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o Identify how best to encourage active travel and reduce reliance on private cars, particularly for short journeys;

o Improve sustainable and inclusive access to green & recreational spaces whilst protecting local habitats and biodiversity;

o Reduce carbon within the transport network whilst also actively improving air quality;

o Identify opportunities for transport innovation through technology that promotes public transport and active travel, reduces car usage (particularly single-occupancy), and reduces HGV-based local deliveries;

o Identify opportunities for demand responsive transport, travel planning and MaaS to support people in rural areas, shift-workers and disabled people

o Identify technology solutions that assist transport planning, design and operations o Identify opportunities to help rationalise and improve the efficiency of freight

movements It is expected that the opportunities presented in the refreshed Transport Strategy will be presented in the form of an Implementation Plan, and also enable data to be uploaded into the Council’s Geographic Information System (Earthlite). The Implementation Plan will include:• Indicative schemes• High level cost estimates• Prioritisation and sequencing • Benefits Realisation• A high level risk register.It is recognised that the above will need to include both infrastructure (capital) interventions as well as revenue-based development work. It is also recognised that the study may identify policy changes.6.2 Policy AlignmentThe refreshed Transport Strategy should align temporally with SCR’s revised Transport Strategy, i.e. up to 2040. It should also take cognizance of Regional, sub-national and national policy developments that include, inter alia;• TfN’s Strategic Transport Plan;• NPR – SOBC;• NR – Continuous Modular Strategic Planning and Long Term Rail Strategy;• HS2;• HE – Southern Pennine connectivity and RIS2;• SCR Policies: Strategic Economic Plan; the emerging Energy Strategy; SCR’s

Transport Strategy; SCRIPT; Active Travel Group; Air Quality Action Plan; and• LCR Policies.6.3 Implementation, Evaluation and MonitoringIt is expected that the draft Transport Strategy provide the baseline that will allow the development of an Implementation Plan that aligns with known and pipeline interventions over 5 year periods and also inform future scheme evaluation and monitoring. It is also expected that the implementation plan will identify any site/route-specific studies that contribute to the business case process to allow future bids for funding to be progressed.As such, the Transport Strategy should be sufficiently evidenced to provide a baseline against which future interventions can be measured. It is, therefore, expected that the successful organisation will review existing datasets and undertake any additional work identified. As such, tender responses should identify relevant personnel and also include an indicative daily rate for such work which would then be subject to discussion with Barnsley Council’s Contract Manager. Tenderers should provide details of any and all work that may be sub-contracted

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6.4 Integrated Environmental Impact AssessmentThe requirement for an IEA is recognised as a standard element of any transport strategy and implementation plan. In light of the necessity of the strategy to align with SCR’s Transport Strategy and IEA, bidders are requested to provide a rationale for undertaking this work which should be itemised and costed separately in the bid submission.Bidders should note that the Council has budgeted for this in the overall contract value although this will only be progressed if deemed necessary (bearing in mind the alignment with SCR’s Transport Strategy and the existing Regional IEA) and will only be commissioned with the awarded Provider on a needs basis. Bidders are requested to identify options for this within the separate cost estimate.6.5 StakeholdersIt is expected that the successful organisation will undertake the necessary consultation that is multi-disciplinary within Barnsley MBC and which includes, but is not limited to the following external organisations: Partners• Sheffield City Region • South Yorkshire Passenger Transport Executive• Doncaster MBC• Rotherham MBC• Sheffield City Council• Leeds City Region/West Yorkshire Combined Authority• Wakefield MBC• Derbyshire County Council• High Peak District CouncilOperational• Network Rail• Highways England• HS2 Ltd• Bus Operators• Train Operating CompaniesOther• Health Sector• Housing sector• Community Rail Partnerships6.6 Additional Information6.6.1 Barnsley Town CentreSince the completion of the feasibility study, BMBC has been delivering town centre improvements. In respect of this, additional modelling has been commissioned which, importantly, includes the Alhambra Roundabout 6.6.2 Transforming Cities FundSCR has been successful in being included in the 10 City Regions eligible to progress bid submissions under Tranche 2 where outline business cases will be submitted in summer 2019 as part of the national competition. BMBC has identified improvements to

a) Key Investment and Growth Corridors:

A61 Barnsley to Wakefield Investment and Growth Corridor A635 Barnsley to Doncaster Investment and Growth CorridorA633 Barnsley to Rotherham Investment and Growth Corridor

b) Station Accessc) Active Travel

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A detailed business case is due to be submitted in November 20196.7 Identification Of RisksIt is expected that a quantified risk register is developed.

6.8 Equality and Diversity Considerations

The awarded Providers will be required to ensure that the service is free from bias and acknowledges and respects gender, sexual orientation, age, race, religion, culture, lifestyle and values. If any needs are required as per the Equalities Act, such as language or disability, these needs will be provided for during the term of the contract. It is expected that all written and consultation materials will be in plain English and that consultation materials for sensory and cognitive-impaired groups be developed.6.9 Health and Safety and Quality StandardsThe Provider of this service will be required to adhere to the Health and Safety at Work Act 1974 at all times and any other relevant guidance and directives in force or subsequently issued. The Service Provider will ensure that;

All staff are equipped with appropriate training, staff development and supervision; All staff employed or engaged by the Service Provider are informed and are aware

of the standard of performance that they are required to provide and are able to meet that standard;

The adherence of the Service Provider’s staff to such standards of performance is routinely monitored and that remedial action is promptly taken where such standards are not met; and

For the avoidance of doubt, nothing in this specification is intended to prevent the Service Provider from setting higher quality standards than those laid down in the Contract.

7.0 Reporting and Monitoring

7.1 Contract Monitoring and Recording RequirementsFollowing the award of the contract the Council will hold an inception meeting with the successful Providers to review the following;

The appointment/assignment of a Contract manager for both parties; An overview of the staff skills, expertise and time-resource to be provided, detailed

by job title and rate Discuss the protocols of how the service will be delivered. Review any indicative schedule and agree timescales, including progress meetings.

Throughout the contract term the awarded Provider will need to be able to demonstrate the progress in terms of delivering the agreed outcomes and reporting outputs.

Therefore, it is expected that the Provider will; Meet the Contract Manager for operational meetings in line with the agreed

schedule; Contact the Contract Manager as soon as possible should progress against key

milestones not be achieved; Provide fortnightly progress updates (format to be agreed) Include provision for 3 progress updates to BMBC’s Transport Board

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Liaise direct with the contract manager should any additional information/provide clarification be required; and

Provide an end of Project report and lessons learned to be submitted before the contract end date.

8.0 Client Responsibilities The Council will ensure the awarded Providers are made aware of any specific procedures and requirements in relation to Council policy and practice which may be relevant.

The Council will ensure the successful Provider is given a key point of contact for any enquires in relation to the contract.

9.0 Branding Requirements

The successful Provider will be supplied details of all relevant brand guidelines associated with the Council and expected to adhere to these with any associated materials produced as part of any part of the contracted commission.

In circumstances where work is undertaken with other agencies or funding bodies there may be a requirement to adhere to additional branding guidelines, but the Council will advise when these are applicable.

10.0 Terms and Conditions of Contract

All services supplied under this contract will be supplied under the Barnsley Metropolitan Borough Council terms and conditions of contract. Providers must note that any bids tabling proposed amendments may be rejected without further consideration.

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11.0 Evaluation of Bids

The Council will evaluate the Quotation on a Price/Quality basis and confirmation of compliance with minimum standards outlined by the Council.

A Price/Quality ratio of 30/70 applies. As part of the Quality rating the ability to respond within the above timeframes will be form part of the decision.

The contract shall be awarded to the highest scoring accepted offer. However, the Council is not bound to accept the highest scoring or any offer.

11.1 Minimum Standards

The evaluation of this section will be on a Pass / Fail basis and only those bids achieving a Pass will proceed to Price / Quality evaluation.

11.2 Price Criteria

Tenderers are required to provide a cost for the core elements of the project and a cost for the impact assessments outlined above in Appendix 1 – Quote Evaluation Document (Price Evaluation Tab).

The Council will evaluate on the basis of the total cost of both elements, but will only guarantee the value of the core elements.

If the Council suspects that there has been an error in pricing, the Council reserves the right to seek such clarification as it considers necessary from the Tenderer.

The Tenderer must ensure that the Tender is arithmetically correct, prior to submission. The Tenderer will be informed of any arithmetical errors and be given an opportunity of confirming their offer or amending it to correct genuine errors.

The Tender price submission will be evaluated alongside the evaluation of Quality and Location aspect of the submission.

Unacceptably Low or High tenders may be discarded.

Financial Evaluation Example

The following example demonstrates how the price points will be awarded:

The lowest priced tender will receive 100 price points multiplied by the 30% weighting to get 30 evaluation points.

The methodology for the calculation for points for other tender is:

100 price points will divided by the lowest tender, multiplied by the difference between the lowest and the tender being compared.

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This figure is then deducted from the maximum price points of 100 to determine the price points to be awarded to the tender being compared.

The following illustrates how the formula works:

Lowest acceptable tender = £10,000.00 = 100 Price PointsFourth lowest acceptable tender = £12,500.00

Difference between lowest and fourth lowest = £2,500.00

100 X 2,500.00 = 25 (100 - 25) = 75 price points £10,000.00

The evaluation points allocated to the fourth bid is 75 price points multiplied by 30% Financial weighting = 22.5 weighted financial score.

11.3 Quality Evaluation Criteria

The quality evaluation will include assessment of the tenderers written responses and a presentation.

The following questions will be used to assess the quality of the bids;

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Quality Rating 70%

Price Rating 30%

Question Number Response

Maximum Score Available

% Weighting

Maximum Total Weighted Score

Maximum Total Weighted Score

1 understanding BMBC's requirements

Summarise your understanding of the brief in terms of the requirement, timescale and all considerations outlined in the Specification, taking account of all local matters and relationship/interdependencies with other growth and transport programmes (national, sub-national and regional).

5 25 125 0.00%

2 personnel and key skills Identify the key skills and appropriately experienced personnel for this assignment, how these will differentiate you from competitors; provide clarity over who will execute the assignment and how you will ensure senior team commitment to the task, including any subcontract or partner staff. Specifically tailored CVs of the proposed team should be submitted as appendices to your response to this question

5 20 75 0.00%

3 methodology, planning and delivery

Outline your approach to developing and delivering the suite of documents identified, including a clear timetable that aligns with the the schedule within this document, outlining the key tasks which will be employed in order to meet objectives

5 15 75 0.00%

4 resource planning and flexibility

Identify how your fee proposal aligns to the tasks detailed in your methodology, and the staff proposed within your team. should provide specific examples of how you would manage this process, and service any additional resource requirements from within your team. Day rates should be provided to reflect the chosen core team, noting the need for flexibility of approach if required.

5 20 100 0.00%

5 organisational capability and relevant previous experience

Tenderers must provide two relevant examples which demonstrate clear evidence of capability, success and relevant experience in delivering work similar to that outlined in this Brief. Examples should be of assignments of a similar size and scope to those envisioned in this Brief and they must demonstrate how and why they are relevant to BMBC's requirements and how your organisation could add value to this work

5 20 100 0.00%

0%

Question

Maximum Score 25 100 475

The questions that will be scored against this matrix are quality questions 1 – 5.Question 1 requires the tenderer to submit a presentation which they will then be invited to present to the evaluation panel on the 6th or 7th June 2019. As the Council does not know how many bids will be received, so we are unable to schedule the presentation sessions until the tender deadline has passed. The Council will look to schedule the presentation sessions as quickly as possible following the tender deadline date, but asks that tenders ensure that the relevant personnel are available 6th or 7th June 2019.

The scoring methodology for these questions will be as follows;

Scoring Matrix for Quality Criteria

Score Judgement Interpretation

5 Excellent Exceptional demonstration of the relevant ability, understanding, experience, skills and resource and/or quality measures required to provide the services. Full

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evidence provided where required to support the response.

4 Good Competent demonstration of the relevant ability, understanding, experience, skills, resource and/or quality measures required to provide the services. Majority evidence provided to support the response.

3 Acceptable Demonstration of the relevant ability, understanding, experience, skills, resource, and / or quality measures required to provide the services, with some evidence to support the response.

2 Minor Reservations

Some minor reservations of the relevant ability, understanding, experience, skills, resource, and / or quality measures required to provide the services, with little or no evidence to support the response.

1 Serious Reservations

Considerable reservations of the relevant ability, understanding, experience, skills, resource, and/or quality measures required to provide the services, with little or no evidence to support the response.

0 Unacceptable Does not comply and/or insufficient information provided to demonstrate that there is the ability, understanding, experience, skills, resource and/or quality measures required to provide the services, with little or no evidence to support the response.

The Council reserves the right to seek further clarification on tenders during the evaluation process on both quality and price. This will apply to all tenderers bids.

11.4 Total Evaluation Score

The ‘Price Score’ and the ‘Quality Score’ will be totalled to arrive at the ‘Total Score’. The ‘Total Scores’ will then determine the most economically advantageous tender.

The contract will be awarded to the highest scoring bid who has also demonstrated their compliance with the council requirements stated in the evaluation methodology in the areas listed.

12.0 Submission Instructions

Tenderers should complete Appendix 1 - Quote Evaluation Document in full.

All pricing should be submitted excluding VAT.

Tenderers are advised to review this document in full before completing and submitting their response.

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Closing date for Responses is 29th May 2019, 12 noon.

Any points of clarification must be raised via the YORtender messaging centre and not via email or telephone.

Any questions should be submitted no later than 5 days prior to the closing date of the tender to allow sufficient time for answers to be provided. Questions submitted after this point may not be answered.

Submission of your quote to the Council must only be made electronically through the YORtender System at http://www.yortender.co.uk/.

Any technical queries about the YORtender system itself should be directed to ProContractSuppliers@proactis.com, or for critical and time-sensitive issues (normally requiring resolution within 60 minutes) then please call 0330 005 0352.

A Supplier Guide is available on request to assist Tenderers to upload and download documents. Documents can be accessed from https://Supplierhelp.due-north.com/ProContract%20Version3%20Help.html

Tenderers should upload their completed tender onto the YORtender website, no later than the date notified on the front cover of the Tender Document or an amended return date as notified by the Council.

When the deadline for tenders has passed, you will not be allowed to return your tender using YORtender or any other means. The YORtender portal will close automatically at the allocated deadline time, part uploaded documents will not be accepted. The Council will not accept any claims from a Tenderer on the basis that there was insufficient time to upload the documents.

Signatures are not required when making an electronic submission. Typed entries are acceptable.

13.0 Evaluation Clarification

The Council reserves the right to clarify matters regarding a bid response with Suppliers during the quotation evaluation process. In the event of such clarifications taking place the Council shall take into account any information submitted by a Supplier by way of clarification.

The Council reserves the right to issue supplementary documentation and information at any time during the quotation process to clarify any issue or amend any aspect of the information provided. All such further information issued during the quotation process shall be deemed to form part of this process and, where applicable, shall supersede any information provided to the extent indicated in the supplementary documentation.

14.0 Confidential Nature of Documentation and Bids

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The request for quote documentation received shall be treated as private and confidential. Tenderers shall not disclose that they intend to submit a bid, or discuss the bid that they intend to make, or canvass for its acceptance other than with professional advisors who need to be consulted or any sub-contractors as appropriate. In particular bids shall not be canvassed or discussed with any other tenderer or member or officer of the Council.

Tenderers shall not at any time release any information concerning the specification or its documentation to the media.

Tenderers shall not enter into any inappropriate agreement with third party fixing or disclosing prices, agreeing to refrain from tendering or offering inducement.

Tenderers shall not commit any offence under the Prevention of Corruption Acts 1880 to 1916 or give any fee or reward, the receipt of which is an offence under Section 117 of the Local Government Act 1972.

If a Tenderer does not observe all confidentiality terms the Council will reject the tender and may decide not to invite the Tenderer to tender for future work.

The Council rejection of a tender will not prevent it from exercising appropriate civil remedies against a Tenderer nor will it prevent criminal proceedings by the appropriate authorities.

15.0 Freedom of Information Act 2000 (FOIA)

The Council must follow the rules laid down in the Freedom of Information Act 2000. This Act gives anyone the right to ask for information held by the Council (including tenders received).

If the Council does not consider it suitable to issue information, it can apply one or more of the exclusions under the Freedom of Information Act. Exclusions that are more likely to apply to contracts and the tendering process are those related to a company’s ‘commercial interests’ and ‘confidentiality’.

The ‘confidentiality’ exclusions can only be used where there is a chance of legal challenge being taken against the Council for breaking the company’s confidence.

If you consider that any of the information provided to the Council should be excluded from disclosure under the Freedom of Information Act, you must complete the exclusions schedule as part of the tender process, indicating the sections of your tender you consider should be excluded, the clause to be applied and your reason why. This exempt information will then be held separately as Reserved Information. Information that is agreed by the Council to be Reserved Information will be contained in a separate schedule to the Contract.

Tenderers should be aware that requests for information under the Freedom of Information Act are considered individually and that the decision as to whether requested information would be disclosed lies solely with the Council.

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If you wish to find out more information about the Freedom of Information Act then you will find the following Freedom of Information Act website useful:

http://www.legislation.hmso.gov.uk/acts/acts2000/20000036.htm

16.0 Tenderer’s Individual Warranties

In submitting, Tenderers warrant, represent and undertakes to the Council that:

All information, representations and other matters of fact are communicated (whether in writing or otherwise) to the Council by your Tenderer, its staff or agents in connection with or arising out of the tender are true, complete and accurate in all respects, both as at the date communicated and as at the date of submission of the tender.

It has made its own investigations and research and has satisfied itself in respect of all matters (whether actual or contingent) relating to the tender and that it has not submitted the tender and will not be entering into the Contract (if the same be awarded to the tenderer by the Council) in reliance upon any information, representation or assumption which may have been made by or on behalf of the Council.

It has the power and authority to enter into the Contract and perform the obligations specified in the Contract documents and will if requested, produce evidence of such to the Council.

It is of sound financial standing and has and will have sufficient working capital, skilled staff, equipment and other resources available to perform the obligations specified in the Contract documents.

It will not at any time during its appointment under the Contract or at any time thereafter claim or seek to ensure for the purposes of this Contract any lien, charge or other encumbrance over property of whatever nature owned or controlled by the Council and which is the time being in possession of the Tenderer.